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Full Description
Presents a new research-based model - The Common Factors Model - for generalist social work practice. The Common Factors Model for Generalist Practice presents critical practice conditions and processes that research has suggested produce the most effective outcomes. These practice conditions include attributes of the social worker, clients, working relationships, supporting networks that influence and enable work, and the essential strategies social workers and clients engage in to facilitate change. Part of the Connecting Core Competencies Series, the text guides students to use the common factors model for practice thinking, decision making, and evaluation. Upon completing this book readers will be able to:Use the common factors model to think about generalist practice Understand how to apply the common factors model Discuss challenges to using the common factors model Consider how their personal values, knowledge, and tendencies support or inhibit practice
Contents
Found in this Section:1. Brief Table of Contents2. Full Table of ContentsIntroduction: What is Social Work Practice? What is Social Work Practice?What Students Bring to Learning PracticeLearning PracticeLearning with this BookChapter 1: What are Problems?Chapter 2: What Changes? How Does it Happen?Chapter 3: The Common Factors ModelChapter 4: Social Worker Factors and Relational FitnessChapter 5: Social Network Factors: Values and Ethics, Knowledge, Funding, Policies, Procedures, and Practice GuidelinesChapter 6: Client and Client Social Network Factors: Individuals, Families, Groups, and Social SupportChapter 7: Relationship Factors and Engagement ProcessesChapter 8: Facilitation Method: Overview, Listening, and ReflectingChapter 9: Strategies and SkillsChapter 10: EvaluationChapter 11: Assessing and Contracting: Problems, Contributing Factors, and Common Factors ConditionsChapter 12: Change Work Activities: Establishing or Enhancing Motivation to ParticipateChapter 13: Change Work Activities: Establishing or Enhancing Abilities, Resources, and Relationship ProcessesChapter 14: Change Work Activities: New Experiences, Practice, Integration, and Practice ChallengesChapter 15: Facilitating Group Processes and Supportive Organization FactorsAppendix A Six Practice IllustrationsAppendix B Preferred Ways of Relating AssessmentReferencesIndexIntroduction: What is Social Work Practice? What is Social Work Practice?Social Work Practice is HelpingSocial Work Practice is SocialSocial Work is about ChangeSocial Work Practice is a Science and an ArtSocial Work Practice is CollaborativeSocial Work Practice is Both an Organizational and a Professional ActivitySocial Work Practice is YouWhat Students Bring to Learning PracticeStudents Bring Who They Are Students Bring Ways of HelpingStudents Bring Strengths and ChallengesStudents Bring a Sense of ProfessionalismStudents Bring Open-Mindedness and ConvictionsLearning PracticeMindfulness and ReflectionTolerating Imperfection and Personal DevelopmentTheory and PracticeLearning with this BookSection One: Practice, Problems, and ChangeSection Two: The Common Factors ModelSection Three: The Facilitation MethodSection Four: Using Common Factors in ActionPractice IllustrationsSummaryPractice TestMySearchLab ConnectionsChapter 1: What are Problems?Problems and Contributing FactorsDifficultiesFunctioningSeven Dimensions of Psychosocial FunctioningScope of ProblemsContributing FactorsEcological Levels of Contributing FactorsUnique Combinations of DifficultiesDefining and Explaining ProblemsChanges with TimeNaming Problems is a Powerful ActDifferent ContextsDifferent PerspectivesMutual UnderstandingRestoring or Enhancing FunctioningSummaryPractice TestMySearchLab ConnectionsChapter 2: What Changes? How Does it Happen?The Focus of Change: Contributing FactorsBasic Principles about Stability and ChangeClients' Ideas about ChangeHow Does Change Happen?MotivationAbilities and ResourcesExperience Changes with the ProblemPractice and Integrate ChangesUnique Trajectories of ChangeSummaryPractice TestMySearchLab ConnectionsChapter 3: The Common Factors ModelWhat are Common Factors?The Common Factors ListSocial Network FactorsSocial Worker FactorsIndividual/Family/Group FactorsRelationship FactorsPractice StrategiesThe Common Factors Model: An Ecology of Conditions and ProcessesParticipants and ActivitiesParticipants ActivitiesSummaryPractice TestMySearchLab ConnectionsChapter 4: Social Worker Factors and Relational FitnessSocial Worker FactorsWell-BeingAcceptanceGenuinenessEmpathyGroup Member FactorsWell-BeingAcceptanceGenuinenessEmpathyRelational Fitness: What Do I Need to Learn? What Limits Relational FitnessWhat Interpersonal Skills Do I Have?What Do I Need to Do?Relational Fitness ActivitiesIdentify Your Preferred Ways of Relating with OthersSelf AssessmentEmotionsChallenging ThoughtsChallenging Situations and InteractionsSummaryPractice TestMySearchLab ConnectionsChapter 5: Social Network Factors: Values and Ethics, Knowledge, Funding, Policies, Procedures, and Practice GuidelinesSocial Worker Social Network FactorsSocial Networks Shape Social Workers' ValuesValuesPeopleHuman Behavior ProblemsHelpingChangeKnowledgeIntroductionKnowledge DefinedThe Knowledge Base of Social WorkKnowledge and EmotionKnowledge UseLimitations of Human CognitionLearning Knowledge for PracticeBeing a Knowledgeable Social WorkerFunding, Policies, Procedures, and Practice GuidelinesPoliciesProceduresPractice GuidelinesSummaryPractice TestMySearchLab ConnectionsChapter 6: Client and Client Social Network Factors: Individuals, Families, Groups, and Social SupportIntroduction: Who are Clients?Types of Groups: Internal Change and External ChangeInternal Change GroupsExternal Change Groups: Advocacy GroupsClient Common FactorsDistressInteraction of Problems and DistressHope or Expectation of ChangeViews Social Work and Social Worker as CredibleActive Help-SeekingClient Social Support FactorsSocial SupportDefinitionNested Ecological LevelsPutting it Together: Mapping Contributing Factors and Social SupportsSocial Supports View Services as CredibleDefinitionNested Ecological LevelsSummaryPractice TestMySearchLab ConnectionsChapter 7: Relationship Factors and Engagement ProcessesWorking Relationship FactorsFive Working Relationship ProcessesWorking Relationship Processes Involve All ParticipantsDo We "Have" or "Do" Relationships?Importance of Working Relationship ProcessesSocial Worker Actions are RelationalDeveloping New Capacities and SkillsAddressing Problems in Current or Past RelationshipsCollaborationExpressing Working Relationship ProcessesEcological FactorsPhysical Expression of Relationship ProcessesEngagementEngagement in RelationshipEngagement is Both Expressed and ExperiencedHelping Relationships Common Challenges and MistakesEngaging with All ParticipantsInitial EngagementUniquely Express InterestBegin to Get to Know ParticipantsDiscuss Purpose and Nature of Participation in "Opening Lines"Explore Problems, Contributing Factors, and Desired GoalsObtaining Informed ConsentOngoing Engagement and Disengagement Processes SummaryPractice TestMySearchLab ConnectionsChapter 8: Facilitation Method: Overview, Listening, and ReflectingIntroductionThe Facilitation Method: Promoting the Conditions and Processes of Change Work"Facilitation" vs. "Treatment"The Elements of the Facilitation MethodSocial Work as Working on Common FactorsPractice as Guided CreativityEquifinality: The Unique Approach of Each PractitionerGenuineness: Practicing in Ways That Are Consonant with Who You AreOngoing EvaluationFacilitation as the Foundation Method for All Practice SituationsListeningListening for Direct CommunicationsListening for Indirect CommunicationsListening for Three Kinds of CommunicationsListening to Yourself: A Critical Process in Social Work PracticeReflection: Wondering in Practice UncertaintyEquifinality as UncertaintyLimits of Practice TheoriesLimits of Conscious AwarenessUncertainty as OpportunityUsing Reflection in PracticeSummaryPractice TestMySearchLab ConnectionsChapter 9: Strategies and SkillsIntroductionPractice Strategies: Promoting Change WorkRationale for ChangeModelingFeedbackVentilationExplorationAwareness and InsightEmotional LearningInterpersonal LearningKnowledgeInformationDevelopment and Practice of New BehaviorsExperiences of Success and MasteryReinforcementDesensitizationSuggestionsAdvocacySkills: Enacting StrategiesDemonstrating Care and InterestModelingAsking QuestionsStating ObservationsSelf-DisclosureStating PerspectivesSilence Skills and Indirect Communication: A CaveatStrategizing: Promoting Experiences That Support Change WorkCreating ExperiencesStrategizing about SkillsGuidelines for Selecting SkillsSummaryPractice TestMySearchLab ConnectionsChapter 10: EvaluationIntroductionEvaluating Your WorkImpact on Change WorkImpact on Common FactorsFormal Practice EvaluationEvaluation at the Beginning of WorkWhen the Work Slows or StopsPeriodic Practice EvaluationTerminationClient Satisfaction SurveysSupervision, Consultation, and Self-StudyDeliberate PracticeSummaryPractice TestMySearchLab ConnectionsChapter 11: Assessing and Contracting: Problems, Contributing Factors, and Common Factors ConditionsAssessment: A Human ProcessAssessment DefinedDeveloping Understandings to Support Change WorkMutual Understandings: Rationale for ChangeAssessment and the Facilitation MethodAssessment and Change WorkAssessment is a Shared and Open ProcessAssessment of New InformationAssessing ProblemsAssessment ProcessesObservation: Functional AssessmentAssessing in the Real World of Social Work PracticePsychiatric Diagnosing vs. AssessingChallenges in Assessment ThinkingAssessing Contributing FactorsFormulating Assessment HypothesesAssessing Common FactorsGoalsContracting: Mutual Agreement on Problems, Roles, Tasks, and Goals Initial Contracting: Addressing Common Factors ConditionsContracting in Conferences and Team MeetingsPlansSummaryPractice TestMySearchLab ConnectionsChapter 12: Change Work Activities: Establishing or Enhancing Motivation to ParticipateIntroduction and Review: How Does Change Work Happen?Engage in a Relationship with the Client and other ParticipantsEngage All Participants in Change WorkAssessing and ContractingUse the Facilitation MethodMotivation to Participate in Change WorkWhen a person doesn't see a need to do anythingWhen a person is not committed to do anything When a person has not committed because of difficulty accepting or coping with life eventsWhen a person does not perceive that the social worker and change work will be helpfulWhen a person thinks someone else needs to changeWhen a formal or informal social support doesn't understand the significance of one's participationWhen a person lacks the desire to participate because he or she is overworked or overwhelmed with other responsibilitiesWhen a social worker lacks the conditions of acceptance or empathy because others lack motivationWhen the social worker and participants have different ideas about the problem, the goals, and/or how to work together SummaryPractice TestMySearchLab ConnectionsChapter 13: Change Work Activities: Establishing or Enhancing Abilities, Resources, and Relationship ProcessesEstablish or Enhance Abilities, Resources, and Relationship ProcessesWhen to focus on changing social supports or material resourcesWhen to focus on changing schemas, scripts, actions, or personal abilitiesWhen to focus on multiple contributing factorsWhen the social worker is lacking supportive values or knowledgeWhen the social worker's well-being is compromised When the social worker is having difficulty acting in a genuine mannerWhen a social worker prematurely moves into action or tries to have the client feel betterWhen an individual or family member has significant problems in functioning When a person disengages because of discouragement or frustration When a person lacks a necessary ability or knowledge When misunderstandings or conflicts affect collaboration When participant schemas negatively affect communication or collaborationWhen families and social supports have difficulty expressing care or respect When a client is isolated and lacks emotional and/or instrumental supportWhen a client or social worker lacks information about available community resources When a client has difficulty navigating agency policies, funding, and procedures SummaryPractice TestMySearchLab ConnectionsChapter 14: Change Work Activities: New Experiences, Practice, Integration, and Practice ChallengesParticipants Experience Changes as Contrasts Between Old and NewExperiencing the community providing material resources Experiencing another person expressing care or respectExperiencing the ability to effectively do somethingChanges are Strengthened through Practice and IntegrationPracticeIntegrationUnique Change TrajectoriesPractice ChallengesWhen You Only Have One MeetingEnding Work with Clients and Other ParticipantsResponding to Imminent CrisesEthical DilemmasSummaryPractice TestMySearchLab ConnectionsChapter 15: Facilitating Group Processes and Supportive Organization FactorsGroup and Organization PracticeFacilitating Change-Producing Processes in GroupsGroup Member FactorsFacilitating Supportive Organization FactorsOrganizationsOrganization ProblemsCommon Factors as Framework for Organization PracticeSocial Workers' Roles in Organizations: Colleague, Critical Actor, and Change AgentSocial Network Factors: Assessing Organization ProblemsSupportive Funding, Policies, Procedures, and Practice GuidelinesSupportive KnowledgeSupportive ValuesFacilitating Supportive Organization FactorsSocial Worker FactorsRelationship FactorsCritical Actor FactorsPractice StrategiesSummaryPractice TestMySearchLab ConnectionsAppendix A Six Practice IllustrationsAppendix B Preferred Ways of Relating AssessmentReferencesIndex
